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Customer Story
Özaltın Holding
Özaltın Holding Builds the Future with IFS Cloud
Özaltın Holding integrated and standardized its operations on a single platform with IFS ERP, driving higher efficiency.
Employees
- 5000+
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Industry
- Construction
- Energy
- Agriculture
- Mining
- Tourism
Locations
- Turkey
- Romania
- Slovenia
- Jordan
- Libya
- Belarus
- Ukraine
IFS Solutions
Managing Operational Risks in International Projects
Özaltın Holding has been managing mega projects for over 50 years, both domestically and internationally, across highly dynamic and large-scale sectors such as construction, transportation, energy, agriculture, and tourism. Maintaining competitiveness, ensuring workforce productivity, and delivering committed projects on time and at optimum costs across these simultaneously executed, massive infrastructure and superstructure projects requires a seamless flow of data between the field, the technical office, and the headquarters.
However, within a structure of this scale, traditional ERP approaches fell short of meeting the needs of the company's project-centric and multinational nature. The inability to establish an instantaneous and consistent data flow between the breathtaking pace of change in the field and the headquarters created significant visibility limitations in management processes. Managing budget, estimation-quantity surveying, contracts, progress payments, and financial processes through disparate channels made the holistic tracking of projects difficult.
Particularly in international projects, the obligation to comply with local regulations, the inability to measure subcontractor performance instantly, and the delayed reflection of the actual field status to the headquarters led to disconnections in business processes. This situation heightened operational risks by bringing along material procurement delay risks, redundant or duplicate requests, and excess inventory. Failing to perform instant detailed cost and multi-dimensional profitability analyses across the entire chain—stretching from the tender acquisition process down to the smallest expense voucher—directly threatened project predictability and rapid decision-making processes.
Seamless Integration from Field to Headquarters
IFS provided Özaltın Holding with the project-centric architecture and standardized ecosystem it needed to manage its multinational and complex projects. Combined with a centralized data structure, mobile integration that connects the field with the headquarters, and a smart, step-by-step three-phase migration strategy, the holding became equipped to successfully execute a demanding digital transformation process while maintaining operational continuity and continuing to carry its global mega projects into the future with confidence.
Building the Future in a Changing World
For over 50 years, Ozaltin Holding has been among Turkey's leading and entrepreneurial groups, delivering mega infrastructure and superstructure projects both domestically and internationally. Running massive operations simultaneously in industries with completely different dynamics—such as construction and contracting, transportation, energy, agriculture, and tourism—inherently brings high management complexity.
External conditions, where global supply chains fractured, costs became unpredictable, and competition grew fiercer by the day, further intensified this complexity. Maintaining the connection between real-time field developments and headquarters, protecting workforce efficiency, and delivering projects on time with optimum costs were of vital importance to the holding. Under these challenging conditions, Ozaltin Holding's management placed the IFS ERP platform at the center of its digital transformation strategy to achieve an organizational structure that not only manages today but also anticipates the future and evolves rapidly.
Going Beyond the Traditional ERP Approach
Traditional ERP solutions often fall short when it comes to adapting to the dynamic, volatile, and project-centric nature of the construction and contracting industry. For Ozaltin, the most critical challenge was finding a way to make the rapid operational changes in the field and the financial and administrative mechanisms of the headquarters speak the same language.
Managing processes like budgeting, quantity surveying, contracts, progress billing, and subcontractor management in isolation from one another posed a significant risk. To avoid risking operational continuity during this complex transition, a cleverly planned, three-phase digital transformation roadmap was followed. In the first phase, completed as of January 1, 2025, core business processes were migrated to IFS. In the second phase, the infrastructure was deepened by deploying critical modules such as budgeting, cash flow, barcoded warehouse management, and CRM. Finally, in the third phase, the focus turned entirely to construction management, and the system was successfully rolled out in a Romania-based pilot project.
Seamless Data Flow from Field to Headquarters with IFS
Even if companies have strong internal IT teams, it may not always be possible to possess the deepest expertise in every single module of a modern corporate platform. For the Ozaltin team, the greatest advantage in this transformation was the direct and solution-oriented partnership established with IFS Turkey.
The Dynamic Portal Application and construction solutions, developed to make the data flow from the field instantaneous, connected all data entered from mobile devices—regardless of the platform—directly to the core ERP architecture. Thanks to the industry expertise of IFS Turkey specialists, duplicate requests in procurement processes were automatically blocked by the system, excess inventory accumulation was prevented, and risks of delays in material procurement were minimized. This transparency in project management created a corporate reflex that enables risks to be managed before they even occur.
Predictable Costs and Real-Time Management
With the completion of the transformation, Ozaltin Holding achieved its goal of managing all its companies and operational processes within a highly standardized and sustainable structure. Instead of getting lost in complex data heaps, users began tracking subcontractor performance and occupational safety processes instantly through measurable dashboards and KPIs.
One of the most tangible gains was realized in the reporting infrastructure. Bureaucratic processes like progress billing documents (yeşil defter, ön-arka kapak) and material-on-site tracking (ihzarat), which were traditionally prepared manually, became fully digitized and standardized. All revenues and expenses—from the bidding stage down to the smallest expense receipt—were directly linked to specific work items. This enabled multi-dimensional profitability analyses down to the finest detail. This high visibility allowed managers to run projects in a much more predictable and controlled manner.
